I have a hard time thinking this is still not understood by upper and middle management in many organizations but it isn't. A lot of managers see everything through the filter they are most comfortable with rather than stretch and seek balance.
My experience is that many organizations are being managed and few are being lead. Managers are correct when they believe the organization wouldn’t exist or be successful without good management. They believe it so strongly they hire other people who see everything as needing to be managed just like they do. They manage and manage, creating policies and procedures that include requirements for accountability. They squeeze and manipulate until every second is accounted for and no penny spent escapes scrutiny.
One day they wake up and wonder why they are in trouble. They wonder why employees are using leave as soon as the earn it and many are even using unpaid leave and sick leave. They wonder why morale is low and turn over is high.
If you talk to them about the need for leadership they say they have required it in their policies. They think it is a function of management.
How do you convince managers they need to either learn how to lead or empower those who do?
Leadership and Management
Leadership and Management
Schooling results in matriculation. Education is a process that changes the learner.
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Accountable
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- Joined: Mon May 30, 2005 8:33 am
Leadership and Management
My passion! Thanks Clint.
I do it through questions. Lots of them. Questions designed to guide the manager over and through all the red tape they've clogged their brains with. I find that many, so many, have allowed themselves to be castrated by the great anonymous "them". They do everything; they make all the decisions (and mistakes); and they stand in the way of any sensible idea. I never allow even my bosses to blame "them". I ask for a name, an office, something.
Questions. Force them to explore the reasoning behind their negativism. Why won't it work? Why don't you ask/suggest/propose the idea? Why are you complaining to me rather than doing something about it. I become their confidante.
Initially, they get frustrated when they see that it is only themselves that stands in their way. But over time (be patient) you will see confidence build.
Questions. Nobody wants to be told what to do. Questions allow them to come up with the idea.
Having said that, I tend to be tough on people in leadership positions who claim to have no choice or that they are forced to do something they shouldn't do. Every action involves a choice, and every choice lies solely and completely with the person that makes it.
But yeh, I recommend questions.
I do it through questions. Lots of them. Questions designed to guide the manager over and through all the red tape they've clogged their brains with. I find that many, so many, have allowed themselves to be castrated by the great anonymous "them". They do everything; they make all the decisions (and mistakes); and they stand in the way of any sensible idea. I never allow even my bosses to blame "them". I ask for a name, an office, something.
Questions. Force them to explore the reasoning behind their negativism. Why won't it work? Why don't you ask/suggest/propose the idea? Why are you complaining to me rather than doing something about it. I become their confidante.
Initially, they get frustrated when they see that it is only themselves that stands in their way. But over time (be patient) you will see confidence build.
Questions. Nobody wants to be told what to do. Questions allow them to come up with the idea.
Having said that, I tend to be tough on people in leadership positions who claim to have no choice or that they are forced to do something they shouldn't do. Every action involves a choice, and every choice lies solely and completely with the person that makes it.
But yeh, I recommend questions.
Leadership and Management
When I wrote that, I made a little bet with myself. I said, “I’ll bet AC responds to this and I’ll even bet he’s first."
Asking questions about the assumptions they have about “them is a good idea. It should, if they care at all, reveal their false assumptions. My experience though, is there are those who can only see through a management filter and will only look for a way to manage their way out of the situation they have created. Learning how to lead or getting help leading isn’t something they will conclude they need to do. It’s almost like trying to get and introvert to be the life of a party.
I’ve seen leadership training done where the ones with their manager blinds on never get it.
I’ve actually caught executives blaming people and when you ask them who and what specifically happened, they have repeated rumors or made false statements to avoid personal accountability. You can see their paper castle footings beginning to crumble and you can only hope their pawns won’t be crushed by the falling structure.
Asking questions about the assumptions they have about “them is a good idea. It should, if they care at all, reveal their false assumptions. My experience though, is there are those who can only see through a management filter and will only look for a way to manage their way out of the situation they have created. Learning how to lead or getting help leading isn’t something they will conclude they need to do. It’s almost like trying to get and introvert to be the life of a party.
I’ve seen leadership training done where the ones with their manager blinds on never get it.
I’ve actually caught executives blaming people and when you ask them who and what specifically happened, they have repeated rumors or made false statements to avoid personal accountability. You can see their paper castle footings beginning to crumble and you can only hope their pawns won’t be crushed by the falling structure.
Schooling results in matriculation. Education is a process that changes the learner.
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Accountable
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Leadership and Management
Formal training isn't going to work without support from the top. The top boss has to give full and public support; otherwise, it just becomes a flavor-of-the-month club. We'll go to the training, and then go back to business as usual.
Real change involves changing attitudes. If the boss doesn't lend his weight, you'll have to do it one person at a time. I've seen it work in my current job. The culture is one of sniping, backbiting, sidestepping and blaming. Very negative. I built a little support group of myself and two other supervisors, giving them the leadership tools they needed as they taught me the ropes. All three of our teams' morale skyrocketed, as did production. The old guard is falling apart as the culture slowly changes. One or two have quit, and one or two are starting to listen to us, seeing proof that it's possible to laugh and work at the same time. The boss is very cynical and is having a tough time processing it all.
Real change involves changing attitudes. If the boss doesn't lend his weight, you'll have to do it one person at a time. I've seen it work in my current job. The culture is one of sniping, backbiting, sidestepping and blaming. Very negative. I built a little support group of myself and two other supervisors, giving them the leadership tools they needed as they taught me the ropes. All three of our teams' morale skyrocketed, as did production. The old guard is falling apart as the culture slowly changes. One or two have quit, and one or two are starting to listen to us, seeing proof that it's possible to laugh and work at the same time. The boss is very cynical and is having a tough time processing it all.
Leadership and Management
Fortunately, in this case the top executive is on board. Unfortunately the rest of the executive team sees everything through a management filter. They see themselves as “change agents and they are wreaking havoc as they do the same things in a different way. Change for the sake of change.
I made a decision to join with the real change agents who are already operating. I found out who they are when I decided to go for broke...or I should say they found me. They are connected to the top executive and strong, so there is hope.
I sponsored the training of almost 40 managers in how to communicate when the stakes are high. I’ve learned a lot myself and the real issues are beginning to surface so they can be dealt with. It’s fun and at the same time it’s scary¦kinda like an amusement park ride. I could still find myself walking the plank.
I made a decision to join with the real change agents who are already operating. I found out who they are when I decided to go for broke...or I should say they found me. They are connected to the top executive and strong, so there is hope.
I sponsored the training of almost 40 managers in how to communicate when the stakes are high. I’ve learned a lot myself and the real issues are beginning to surface so they can be dealt with. It’s fun and at the same time it’s scary¦kinda like an amusement park ride. I could still find myself walking the plank.
Schooling results in matriculation. Education is a process that changes the learner.
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Accountable
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Leadership and Management
Sounds like a worthy plank to walk.
The change for the sake of change guys: I've found they don't have a clear idea of what the boss wants, usually because they're too busy figuring an angle to make themselves either shine or avoid blame instead of really paying attention.
If I thought it was worth the effort, I might sit down with one and try to get them to explain their approach, getting them to link strongly with the boss' vision. You'll likely find that there is a weak connection to the main idea, without thought of how their approach is affecting other departments, individuals, etc. A little Empathy 101 might help them to realize that their idea can be the shining star they want, with a little minor tweaking to mesh better with the other departments and the boss' stated goals. Does that make sense? The next step (assuming you got that far
) would be to convince them to talk to the most negatively affected party to find out the right direction to tweak it.
I'm doing a similar technique with my own boss. The guy was hired sometime in the past as a consultant, but is actually working full time and running the entire production side of the house. His vision doesn't match the owner's vision, and his approach (apparently for something like a year now) has been to do lots of research, put together an impressive-looking presentation, and tell the owner "This is what successful companies are doing" or "Progressive companies use this approach." It had never occurred to him that the owner might be hearing the flipside of his statements: "Your company is not successful." "Your comany is not progressive."
He disagreed with me until I got him to describe his own companies he had owned in the past. When the opportunity showed itself, I pointed out that his company didn't use "Approach X", therefore wasn't successful - not a very good company. Did he have to close the business? Of course he bristled at the implied slight, which made it easy to point out that that's exactly how he's making the owner feel.
That was only a few days ago, so I don't know if I had any real effect.
The change for the sake of change guys: I've found they don't have a clear idea of what the boss wants, usually because they're too busy figuring an angle to make themselves either shine or avoid blame instead of really paying attention.
If I thought it was worth the effort, I might sit down with one and try to get them to explain their approach, getting them to link strongly with the boss' vision. You'll likely find that there is a weak connection to the main idea, without thought of how their approach is affecting other departments, individuals, etc. A little Empathy 101 might help them to realize that their idea can be the shining star they want, with a little minor tweaking to mesh better with the other departments and the boss' stated goals. Does that make sense? The next step (assuming you got that far
) would be to convince them to talk to the most negatively affected party to find out the right direction to tweak it.I'm doing a similar technique with my own boss. The guy was hired sometime in the past as a consultant, but is actually working full time and running the entire production side of the house. His vision doesn't match the owner's vision, and his approach (apparently for something like a year now) has been to do lots of research, put together an impressive-looking presentation, and tell the owner "This is what successful companies are doing" or "Progressive companies use this approach." It had never occurred to him that the owner might be hearing the flipside of his statements: "Your company is not successful." "Your comany is not progressive."
He disagreed with me until I got him to describe his own companies he had owned in the past. When the opportunity showed itself, I pointed out that his company didn't use "Approach X", therefore wasn't successful - not a very good company. Did he have to close the business? Of course he bristled at the implied slight, which made it easy to point out that that's exactly how he's making the owner feel.
That was only a few days ago, so I don't know if I had any real effect.
Leadership and Management
Accountable;454581 wrote: My passion! Thanks Clint.
I do it through questions. Lots of them. Questions designed to guide the manager over and through all the red tape they've clogged their brains with. I find that many, so many, have allowed themselves to be castrated by the great anonymous "them". They do everything; they make all the decisions (and mistakes); and they stand in the way of any sensible idea. I never allow even my bosses to blame "them". I ask for a name, an office, something.
Questions. Force them to explore the reasoning behind their negativism. Why won't it work? Why don't you ask/suggest/propose the idea? Why are you complaining to me rather than doing something about it. I become their confidante.
Initially, they get frustrated when they see that it is only themselves that stands in their way. But over time (be patient) you will see confidence build.
Questions. Nobody wants to be told what to do. Questions allow them to come up with the idea.
Having said that, I tend to be tough on people in leadership positions who claim to have no choice or that they are forced to do something they shouldn't do. Every action involves a choice, and every choice lies solely and completely with the person that makes it.
But yeh, I recommend questions.
I'm in complete agreement! the answers lie in the Questions!
I believe that Leadership and Developing others are key skills in a manager, and when I hire a manager I ensure that not only do they have all the technical competencies to do the role but that they can give me evidence of past performance in this area.
When we are hiring into a role, past performance is the only true indicator of future success. Behavioural indicators as just as important as technical competence.
I would ask questions around leadership and management, and ask for specific examples rather than hyperthetical answers.
ie - Think of the team that you have managed and mentored in the past - give me an example of someone who has gone on to be a success, due to the part you played in their development. What part did you play, how did this impact, what did you learn, what would you do differently.
Give me an example of a time when you have encouraged an employee to develop an innovative idea. How did you do this, what was the result.
Tell me about a time when you lead a team through a high pressure project environment. What was the situation, how did you maintain motivation, what was the outcome, what would you do differently next time.
If candidates can't give strong examples in Management and developing others, then they won't get the job, no matter what other skills they have. I believe these competencies can be taught to a certain extent, but you have to understand the value of them and want to be a strong manager.
*rant over*
I do it through questions. Lots of them. Questions designed to guide the manager over and through all the red tape they've clogged their brains with. I find that many, so many, have allowed themselves to be castrated by the great anonymous "them". They do everything; they make all the decisions (and mistakes); and they stand in the way of any sensible idea. I never allow even my bosses to blame "them". I ask for a name, an office, something.
Questions. Force them to explore the reasoning behind their negativism. Why won't it work? Why don't you ask/suggest/propose the idea? Why are you complaining to me rather than doing something about it. I become their confidante.
Initially, they get frustrated when they see that it is only themselves that stands in their way. But over time (be patient) you will see confidence build.
Questions. Nobody wants to be told what to do. Questions allow them to come up with the idea.
Having said that, I tend to be tough on people in leadership positions who claim to have no choice or that they are forced to do something they shouldn't do. Every action involves a choice, and every choice lies solely and completely with the person that makes it.
But yeh, I recommend questions.
I'm in complete agreement! the answers lie in the Questions!
I believe that Leadership and Developing others are key skills in a manager, and when I hire a manager I ensure that not only do they have all the technical competencies to do the role but that they can give me evidence of past performance in this area.
When we are hiring into a role, past performance is the only true indicator of future success. Behavioural indicators as just as important as technical competence.
I would ask questions around leadership and management, and ask for specific examples rather than hyperthetical answers.
ie - Think of the team that you have managed and mentored in the past - give me an example of someone who has gone on to be a success, due to the part you played in their development. What part did you play, how did this impact, what did you learn, what would you do differently.
Give me an example of a time when you have encouraged an employee to develop an innovative idea. How did you do this, what was the result.
Tell me about a time when you lead a team through a high pressure project environment. What was the situation, how did you maintain motivation, what was the outcome, what would you do differently next time.
If candidates can't give strong examples in Management and developing others, then they won't get the job, no matter what other skills they have. I believe these competencies can be taught to a certain extent, but you have to understand the value of them and want to be a strong manager.
*rant over*
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Leadership and Management
Now for a special announcement:
Attn: All employees
From: Upper Management
RE: New Benefit Plan/ Layoff Plan.
As a result of reduction of many budgeted departmental areas.
we are forced once again to cut down on our number of employees ages 40 and over will be asked to go into early retirement.
By doing so,permitting the retention of the younger people who will represent our future plans
Therefor we established a program to phase out older personal.
This program will be implemented until the end of the current fiscal year,via retirement,which will be into effect immediately.The program will be known as RAPE
(Retire Aged Personal Early)
Employees who are RAPED will be given the opportunity to look for other jobs outside the company.Provided they are RAPED,they can request a review of their performance records before the actuall retirement goes into effect.This phase of the operation will be known as SCREW (Survey of capabilities of Retired Early Workers)
Al employees who have been RAPED and SCREWED may file an appeal with upper management.This phase will called SHAFT (Study by Higher Authority Following Termination)
Under the terms of the new plan,an employee may only be RAPED once,and SCREWED twice but may be shafted as many times as your employer deems appropriate.
All employees that accept the above plan and follow all procedures will be entitled too HERPES (Half Earnings for Retired Personal Early Severance) or may choose to accept CLAP (Combined Lump-Sum Assistance Payment).as HERPES and CLAP are considered benefit plans,any employee who chooses to accept HERPES or CLAP will no longer be RAPED or SCREWED by your employer.
Upper management also wishes too assure that everyone that remains employees of your employer will be trained.
So as the first of next month,all employees under the age of 40 will be required to attend our Creative Assisted Realignment Program (CRAP)Your employer takes pride in the amount of CRAP our employees receive.We have given our employees more CRAP than any other company in this area.If any employee feels he/she did not receive enough CRAP on the job,please see you immediate supervisor.
Your supervisor has been specially trained to make sure that you receive all the CRAP you can stand and you will be immediately be placed on the top of the CRAP list.
Thank you for your cooperation
The management.
Attn: All employees
From: Upper Management
RE: New Benefit Plan/ Layoff Plan.
As a result of reduction of many budgeted departmental areas.
we are forced once again to cut down on our number of employees ages 40 and over will be asked to go into early retirement.
By doing so,permitting the retention of the younger people who will represent our future plans
Therefor we established a program to phase out older personal.
This program will be implemented until the end of the current fiscal year,via retirement,which will be into effect immediately.The program will be known as RAPE
(Retire Aged Personal Early)
Employees who are RAPED will be given the opportunity to look for other jobs outside the company.Provided they are RAPED,they can request a review of their performance records before the actuall retirement goes into effect.This phase of the operation will be known as SCREW (Survey of capabilities of Retired Early Workers)
Al employees who have been RAPED and SCREWED may file an appeal with upper management.This phase will called SHAFT (Study by Higher Authority Following Termination)
Under the terms of the new plan,an employee may only be RAPED once,and SCREWED twice but may be shafted as many times as your employer deems appropriate.
All employees that accept the above plan and follow all procedures will be entitled too HERPES (Half Earnings for Retired Personal Early Severance) or may choose to accept CLAP (Combined Lump-Sum Assistance Payment).as HERPES and CLAP are considered benefit plans,any employee who chooses to accept HERPES or CLAP will no longer be RAPED or SCREWED by your employer.
Upper management also wishes too assure that everyone that remains employees of your employer will be trained.
So as the first of next month,all employees under the age of 40 will be required to attend our Creative Assisted Realignment Program (CRAP)Your employer takes pride in the amount of CRAP our employees receive.We have given our employees more CRAP than any other company in this area.If any employee feels he/she did not receive enough CRAP on the job,please see you immediate supervisor.
Your supervisor has been specially trained to make sure that you receive all the CRAP you can stand and you will be immediately be placed on the top of the CRAP list.
Thank you for your cooperation
The management.
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Accountable
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Leadership and Management
I would even go so far as to say the leadership is more important than technical competence, in many cases. What is nearly as important is being a good weatherman. You need someone who recognizes a snow job, and knows when someone is peeing on his back and calling it rain.
Leadership and Management
Accountable;455501 wrote: I would even go so far as to say the leadership is more important than technical competence, in many cases. What is nearly as important is being a good weatherman. You need someone who recognizes a snow job, and knows when someone is peeing on his back and calling it rain.
If you don't have a leader what good is technical competence? It would never be put to use. :wah:
If you don't have a leader what good is technical competence? It would never be put to use. :wah:
Schooling results in matriculation. Education is a process that changes the learner.